Intro

I'm building toward corporate board service, combining two decades of hands-on infrastructure and technology operating experience with formal governance training through the NACD (National Association of Corporate Directors). I'm currently seeking board and advisory board opportunities with growth-stage and mid-market companies.

What I Bring to a Board

Technology and Cybersecurity Oversight

Boards increasingly need directors who can meaningfully evaluate technology risk, not just receive a report on it. My background running infrastructure, security programs, and risk management gives a board a director who can ask the right questions on cyber risk, data governance, and technology strategy — not just defer to management's summary.

Scaling Operations Experience

I've led infrastructure and platform organizations through the transition from startup scale to enterprise scale — including at a $5B chip manufacturer and a $20B, 80,000-employee enterprise. Boards overseeing companies in a similar growth phase benefit from a director who has actually managed that transition operationally.

Executive-Level Collaboration

I regularly work directly with CEOs and executive leadership in my current role, which translates into being comfortable and effective in board-level conversations — engaging with management as a thought partner, not just a reviewer.

M&A and Technical Due Diligence

Experience with technical integration during M&A gives me a practical lens for boards evaluating acquisition targets, partnerships, or major technology investments.

Governance Philosophy

I believe a board's role is to ask sharp questions, not run the company — and that technology and cybersecurity oversight deserves the same board-level rigor as financial oversight. My approach is grounded in the operating realities of the businesses I've helped run, translated into the kind of governance judgment boards need.

Board & Advisory Board Interests

I'm particularly well-suited to boards of:

•    Growth-stage technology and infrastructure companies

•    Companies navigating significant technology transformation or transitions

•    Organizations without deep in-house technology expertise at the board level

•    Companies preparing for or managing M&A activity with a technology component

Let's Talk

If your board is looking to add technology and operating depth, I'd welcome the conversation